Month: April 2017

There have been countless articles and books about China’s reign as the factory of the world coming to an end. While it is true that wage increases are making some of China’s lower-end industries, such as textiles, less competitive vis-à-vis other low-cost countries such as Viet Nam, Cambodia and Bangladesh, China remains one of the top procurement sources for mid- to high-tier products. For instance, heavy equipment exports from China experienced a growth rate of about 30 percent in the last decade alone. Even as some of the lower-end industries move out, there is more to a country’s competitive supply chain than labor costs. China maintains a set of key factors that will continue to make it a competitive exporter even as the economic landscape shifts. These include:

• High-quality infrastructure (especially export-related infrastructure): China’s rail and road infrastructure, particularly along the coastal cities, are among the most developed globally. With a history of double-digit investment in infrastructure, China’s ports complement the rail/road infrastructure. Shanghai long surpassed Singapore as the world’s busiest port and it will be a while before key competing countries can match China’s current (and continuously developing) infrastructure.
• Increasing qualified labor force: China produces hundreds of thousands of graduate engineers and scientists each year to be absorbed into the local industries. Moreover, China now has the world’s largest student population studying overseas with a sizeable number returning upon completion of their studies. Although there has been renewed attention to quality rather than quantity in the number of graduates, the increasing education level will boost China’s competitiveness vis-à-vis some of the other low-cost sourcing destinations.
• Growing research and development expenditure leading to higher innovation capacity: Despite the reputation for copying, China’s innovation has continued to pick up pace. A report by McKinsey & Company (Greater China) highlights innovation in areas such as renewable energy, consumer electronics, instant messaging and mobile technology. As internal and external competition increases, China is also focusing on price reduction, adaptation of business models and supply chain development. This will lead to the elimination of less efficient firms, both domestically and those focused on the export market.
• Lower costs relative to industrialized countries: Despite double-digit growth in both wages and currency appreciation during the past decade, China’s minimum wage still stands far below that of industrialized countries. Rising wages are correlated with increasing productivity. Therefore countries competing with China for lower costs will have to also compete with increased productivity and vice versa.
• Specialization, not only at sector level, but also at product level: China’s specialization in various products remains unparalleled globally. There are entire towns dedicated to producing a single product. For instance, Shenyang, a city in northeast Liaoning Province, has developed a reputation for its heavy industry, particularly in the manufacture of automobile and light machinery. The Pearl River Delta is known for textiles/electronics industries, whereas Shenzhen has become the IT hub of China. Moreover, the product range available in these agglomerations is diverse, catering for low- to high-end products, resulting in differentiation as a key competitive factor.
• Pro-export policies: It is true that the Chinese authorities have decided to alter the export-led growth model to one focused on domestic consumption. However, the country’s “going out” policy combined with an increasing saturated domestic market, especially in sectors related to fixed assets investment such as steel, cement and heavy equipment, continues to have explicit support (via export rebates or subsidies) or tacit support (high barriers to entry, licensing requirements), especially at local level. This support will continue to boost Chinese exports’ competitiveness – at least in the short term.

A shift inland: As the coastal areas become expensive, investment in areas such as Chengdu and Chongqing, which are a distance from the coast, continues to see increasing direct investment from both local and foreign firms. This is not to say that the inland does not pose its own problems, but over time it may prove easier to shift inland than abroad.

This article originally appeared in the Chinafrica Magazine, Why China Remains a Major Sourcing Destination

Chinese construction firms, typically referred to by the construction model of engineering, procurement, construction (EPC), have gained a reputation for carrying out some of the largest construction projects both domestically and overseas. In fact, China now claims more than half of the top 10 tallest buildings in the world and according to the weekly magazine Engineering News Record, more than 60 percent of major contracting projects in Africa are now being carried out by Chinese firms. A quick look at China’s Ministry of Commerce (MOFCOM) information shows that there are over 3,000 firms permitted to carry out international project contracting. So how does one identify a suitable EPC partner?

1. Can the EPC carry out overseas projects? Not every Chinese construction firm is permitted to undertake overseas projects and the MOFCOM maintains a list of permitted firms. Moreover, given the large domestic market, some firms may have no interest in venturing overseas.

2. What is the source of financing for the overseas project? If one were to pick a decisive factor in deciding if a Chinese EPC company is a suitable partner, the African partner must be clear on the source/type of financing for the proposed project. This is also directly linked to the type of business cooperation model, such as a turnkey EPC project, Build-Operate-Transfer (BOT), Public Private Partnership (PPP) etc. • If a project has financing, then a large majority of firms would be able to carry out the project. However, if one requires financing, then one must address a new set of questions on how the EPC will recoup its financing:

(1) Does the project have sovereign guarantee?

(2) Can an international financial institution guarantee the project?

(3) Can a local financial institution guarantee the project?

• If the above is possible, then the pool of cooperation partners remains significantly large, but will reduce for each question answered “no.”

• If the project cannot offer any of the above guarantees, then a business case for the project must exist:

(1) Does the project have a feasibility study from a reputable institution?

EPCs will more readily consider projects that do not entirely depend on the market, such as power projects that can be backed by a power purchasing agreement.

(2) Does the project require the EPC to carry out the study? This will significantly reduce the type of interested EPC companies in the project.

3. What is the structure of the EPC? There are projects that are more favorable to state-owned companies as opposed to private companies. Moreover, even within state-owned companies, some projects are more suited to central government firms, i.e. those based on government-togovernment agreements or those that require financing from Chinese state-owned policy banks, such as the Export-Import Bank of China or China Development Bank.

4. What are the technical requirements of the project? For most projects, Chinese EPC firms are able to be the main project contractor while subcontracting specific sections. However, only select firms are allowed to carry out projects that require very specific expertise, such as construction of an airport runway or nuclear facilities, especially if they are state-owned, as there are specific licensing requirements.

5. Where is the project? There are EPC firms that are not allowed to venture into certain geographic regions due to Chinese government regulations, internal policies within the firm that restrict intra-group competition, or simply because the EPC has no interest in venturing into a given area. For large EPC companies, such as China Communications Construction, Sinohydro or China Railway Construction, policies to reduce intra-group competition are particularly relevant.

6. To bid or not to bid? For certain projects there must be international bidding and some EPCs are simply not willing to bid. Reasons may be diverse, such as lower profits due to increased competition, a low chance of acquiring the project, the large investment that may be required to carry out the bidding process with an uncertain outcome, etc.

As Chinese EPC firms continue to expand their reach within the continent, it is crucial that their African partners remain cognizant of how these firms are operating on the continent in order to identify and select suitable partners.

This article originally appeared in the Chinafrica Magazine, Selecting a Chinese Construction Partner

This month’s column highlights some of the policies designed to attract foreign capital and enterprises to China (Shanghai) Pilot Free Trade Zone (SFTZ), the challenges these enterprises may face and the implications for African companies. We hope these tips will be useful in providing a basic understanding of China’s complex business environment and how to best navigate it.

Snapshot of some policies inside the SFTZ

The trial period for the SFTZ has been set at three years, during which regulations will be gradually eased to allow more openness within the zone. There are several liberal policies (vis-à-vis the rest of the Chinese mainland) that are bound to encourage foreign capital and enterprises to enter the zone. A few selected ones include:

• No minimum registered capital requirement for companies;

• A faster registration process and simplified requirements for not only domestic, but foreign enterprises as well (registration is supposed to take a maximum of two weeks);

• A more open service sector that cuts across industries ranging from entertainment to the health sector including various types of insurance;

• A program that will test free RMB convertibility, i.e. firms will be able to use a specialized account to access overseas RMB;

• Flexible interest rates within the zone;

• A more liberal tax system including the ability to make payments in installments;

• A more liberal policy toward the establishment of foreign-funded banks and joint-venture banks. Foreign banks will now be permitted to invest overseas and trade financial instruments with less restrictions;

• Less restrictions for incoming goods including more free time at the port;

• An upgraded international commodity trading and resource configuration platform;

• More level playing field between domestic and foreign firms in that no approvals will be required for activities not on the Negative List, i.e. permitted industries.

As the policies continue to be adjusted and implemented, authorities intend to use lessons learned during the initial trial period to expand some of the policies into other key cities in China.

SFTZ development: Some challenges

As the SFTZ takes off, there are still some areas that present challenges for foreign companies. These include:

1. The existence of a Negative List – the list reaffirms that the SFTZ is not a free-for-all and that some sectors such as mining, power services and education are still restricted for foreign investment. Whereas there are plans to continually reduce the number of sectors on the Negative List over the trial period, the pace and breadth of implementation still remains to be seen.

2. Policy gap between the SFTZ and the rest of China – although the SFTZ itself has liberal policies, these policies are confined to the zone. Companies that have a presence both inside the SFTZ and elsewhere on the Chinese mainland may find limits on what can be done across zone boundaries.

3. SFTZ policies are generally more favorable to domestic firms moving out than foreign enterprises coming in.

4. Given that the zone is still in its initial stages, there are still a number of policies that need to be clarified in the coming years. This includes the criteria for shortening the Negative List as well as some financial policies such as futures trading and various tax regulations.

Implications for African firms

The SFTZ is a large step forward for both domestic and foreign firms. African firms should be ready to explore what opportunities lie in the zone, especially for businesses not on the Negative List.

Those on the Negative List should pay close attention to evolving regulation in case their business areas become permitted. The SFTZ represents a more flexible source of partnerships with Chinese companies, which has the potential to overcome challenges related to currency controls, complicated regulations and bureaucracy that at times hampers the process of Sino-foreign cooperation overseas, especially when capital must originate from the Chinese mainland. Companies engaged in international trade will now be able to engage their Chinese counterparts with fewer restrictions and sidestep cumbersome procedures of the Shanghai Entry-Exit Inspection and Quarantine Bureau. This should ease overall trading between China and Africa. The fact that SFTZ policies are more favorable to outbound investment from domestic companies should encourage African companies to tap into this outflow of capital, especially in the resource sector and other similar areas that the Chinese Government has prioritized for overseas investment. By setting up within the SFTZ, African firms will be able to enjoy more liberal policies hitherto unavailable on the Chinese mainland.

This article originally appeared in the Chinafrica Magazine, Shanghai Free Trade Zone: Tips for Investors

1. Geography matters – China is massive and diverse, which will affect your market-entry strategy and business partner selection. The interior provinces are inherently different from coastal provinces, and the southern provinces are substantially different from those in the north and west in terms of consumption levels, habits and even business culture. It is important for companies to understand their target market rather than assuming the potential market is “more than 1 billion” in size.

2. The type of Chinese company matters – Avoid the concept that “Chinese companies” all behave in a certain way. It is more practical to distinguish companies based on their structure, e.g. the state-owned enterprises under the Central Government, local state-owned enterprises, private companies, joint-stock companies, each having its own unique way of operating and decision-making. Each type also has its own set of strengths and weaknesses. Therefore, depending on a given project or industry, one may be more suitable over the rest.

3. Talk with other foreign firms – Companies should appreciate that they are most likely not the first foreign firm to attempt to engage in China. Rather than re-invent the wheel, they should learn from those already in the market. It is especially crucial to focus not only on the success stories, but also failures and learn from these. Although this should not replace thorough due diligence, it remains a useful approach to complement other information sources.

4. Go to China, don’t wait for China to come to you – Given China’s sheer size, in most industries there are hundreds, if not thousands of companies (see 2) yet only a small fraction of these have ventured overseas, and even fewer to Africa. Moreover, it is not always the strongest companies that have ventured out. African firms should take the time and effort to venture into China just as Chinese companies are “going out.”

5. Chinese firms’ knowledge of Africa still in infancy – Despite booming trade and investment figures, most Chinese firms still have a limited knowledge of Africa’s 54 distinct countries, just as most African firms are still unaware of China’s internal idiosyncrasies. This means foreign companies are tasked with explaining to their Chinese counterparts the value proposition of their project, location etc. and providing substantial information to validate their assertions. This is especially effective if they are engaging with a Chinese firm that is only beginning to consider “going out.”

6. Understand the investment regulatory environment – If foreign investment is coming into China, the government provides a Foreign Investment Industrial Guidance Catalog detailing areas foreign companies may not engage in. In terms of going overseas, Chinese firms are still bound by regulations inside China, which may affect what they may or may not do.

7. Engage a local lawyer for larger transactions, especially inbound investments – It may sound obvious, but a lawyer who understands China’s regulations in the specific industry is an indispensable asset, especially as regulations are constantly evolving. A local lawyer can assist foreign firms to navigate the complex national, local and sector-specific policies and regulations.

8. Find a reliable local partner – It is difficult to point out cases of successful foreign companies in China without a local partner. On the other hand, the list of failed Sino-foreign ventures is also long. It is therefore crucial to understand a potential partner’s weaknesses and strengths, take time to conduct a thorough due diligence and understand the risks, have a clear conflict-resolution mechanism in place, and in case of failure, have a clear exit plan.

9. Understand the basics of Chinese culture – Although China has opened up rapidly in the past decades, understanding its business culture will go a long way toward ensuring success. This may range from simple formalities to understanding negotiation tactics that may differ from those in other countries.

10. Be patient – Whether it is market entry, partner identification or engagement for overseas projects, one must remain patient as China is unique in many ways i.e. culture, system, company structures, regulations etc. Be aware of the macro, but business success likely lies in the micro-economy – channels to market, local regulations, market segmentation, supply lines etc. It takes time and patience to understand all these factors.

This article originally appeared in the Chinafrica Magazine, 10 Tips to Do Business in China